共查询到20条相似文献，搜索用时 0 毫秒
1.
Jason Martin 《图书馆管理杂志》2013,53(3):266-284
ABSTRACTTransformational leadership is highly correlated with effective organizations and successful change, yet few studies of this leadership style exist in the library literature. This study examined perceptions of transformational traits in academic library leaders. The study asked academic librarians at 4 year institutions to rate their library's leadership using the Multifactor Leadership Questionnaire. While the librarians perceived their library leaders to be more transformational than transactional, the mean score for transformational leadership was middling, as were the scores for each of the transformational components. This could indicate a lack of change readiness in these libraries. 相似文献
2.
《图书馆管理杂志》2012,52(1):3-17
ABSTRACT Academic libraries have undergone an evolutionary change as emerging technologies have impacted operations and services during the past two decades. For much of this period, increasing budgets have enabled libraries to keep pace with needed change. For the past two years, many academic libraries have lost significant funding due to the economic recession. This article argues that it is not a time for retrenchment and timidity but for expansion and boldness for academic libraries. The library that thrives, even in the midst of a recession, will be the one which seizes the opportunity to redesign itself for the future. 相似文献
3.
ABSTRACT Lane Library's director left in 2002 during a time of financial uncertainty and administrative change at Ripon College. A temporary recommendation to utilize the talents of the remaining librarians to oversee the library until a new administration was in place was accepted by the librarians and the interim administration. After a great deal of research and discussion, the library implemented a permanent rotating chair model based on collaborative leadership to replace the position of Library Director. 相似文献
4.
Maggie Farrell 《图书馆管理杂志》2017,57(2):215-222
Time management is an essential component of leadership. Leaders need to develop strategies to maximize time in order to achieve personal and organizational goals. While there are numerous time saving methods, leaders will need to test and determine which patterns are most effective for their personal style. There are some organizational strategies that will benefit the individual leader as well the organization such as planning, goal setting, delegation, decision authority, and work life balance. By managing time, the leader is accounting for the important commodity of time within an organization. 相似文献
5.
Mia Breitkopf 《Journal of Library & Information Services in Distance Learning》2018,12(3-4):148-164
The Standards for Distance Learning Library Services created by the Association of College and Research Libraries asks the distance learning librarian to be an advocate for an institutional culture of support for distance learners. The Standards make it clear that the distance learning librarian must initiate and participate in institution-wide projects. However, both individuals and organizations in which they serve struggle with change, and such resistance to change is a major barrier to creating a supportive institutional culture and convincing colleagues to participate in collaborative projects. Librarians using the Standards to guide their work must understand how to strategically manage resistance to change. This article will discuss how one online learning librarian used leadership and project management practices to address resistance to change in the library organization and across the college. It gives practical recommendations for leadership and project management skills that will help distance learning librarians and others working to enact the Standards at their academic institutions. 相似文献
6.
Elena Carrillo 《Journal Of Access Services》2019,16(1):21-33
After 40 years under one manager, the Circulation Department at the Richard J. Daley Library was long past due for a change. The challenge of reorganizing included interesting and interrelated aspects: changes to workflows and assignments, moving staff and functions inside the department and across departments, and a deep dive into the culture to which staff had become habituated. Managers eliminated redundancies and increased services, effectiveness, productivity, and joy. This case study is a testament to how successful change happens with patience, respect, and a willingness to be flexible. 相似文献
7.
Brad Vogus 《Public Services Quarterly》2019,15(2):137-141
A summary of recent articles on leadership in library and information science literature. 相似文献
8.
Maggie Farrell 《图书馆管理杂志》2015,55(8):639-646
Leaders need a variety of tools to be effective in their management, communication, and leadership. These tools should be used for specific jobs and are operational in working with some personalities but not all. Leaders can develop these tools and over time, learn when and how to effectively use them. Such tools will enhance the leader's ability to address a variety of situations and issues drawing upon expertise gained through experience. 相似文献
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Maggie Farrell 《图书馆管理杂志》2015,55(4):302-311
Organizations by their very nature will incur conflict and individuals will need to negotiate differences, behaviors, and performance. Effective leaders understand that difficult conversations are necessary in managing an organization or unit. No one wants to initiate a difficult conversation or to address performance issues but it is essential that leaders face the need to have hard conversations and in so doing, the organization will benefit from an ongoing dialogue. This column will discuss the need for difficult conversations and some tips for facilitating a dialogue. Interested authors are invited to submit articles for this column to the editor at farrell@uwyo.edu. 相似文献
10.
Maggie Farrell 《图书馆管理杂志》2017,57(6):674-682
Knowledge management is a process that infuses knowledge and decision making across an organization. It not only encourages decision making based on data but also fosters communication among personnel for informed practices and processes. The social connections within an organization facilitate the formal structure and encourage personnel to share expertise, insights, and past experiences to inform decision making. Such a highly interactive organization requires leadership that supports and encourages knowledge management practices. A successful knowledge management organization depends on certain leadership characteristics in order to foster interactions that contribute to the processes. A variety of characteristics and patterns will offer leaders understanding on how to lead within a knowledge management library. 相似文献
11.
Maggie Farrell 《图书馆管理杂志》2018,58(2):166-173
Leadership faces a number of paradoxes that can be challenging and confusing, particularly as individuals take on new leadership roles. Employees want leaders to be decisive but participatory in decision making, focused on big pictures but contribute to detailed discussions, and engage but not micromanage. It is confusing as mixed messages are given to leaders and the opinions of employees vary, creating a situation in which it is difficult for leaders to fully understand employee expectations. Leaders not only need to understand these paradoxes but develop methods to balance employee expectations and communication strategies that help employees appreciate the balancing act that each leader must develop. 相似文献
12.
Maggie Farrell 《图书馆管理杂志》2013,53(8):990-1000
ABSTRACTLeadership training tends to focus on development and performance of leadership skills with the implied understanding that the position is permanent or the appointment is formalized. Yet organizations require temporary leaders during leadership gaps but there is limited information on serving in an acting role or for a short period of time. Serving as an interim leader has unique challenges and opportunities but several considerations should be made to make this a positive experience providing smooth transitions for an organization. 相似文献
13.
Maggie Farrell 《图书馆管理杂志》2015,55(2):121-130
Column Editor's Note. Leaders need to develop long term perspectives if they are to be successful in leading their organizations into the future. A vision is a good start but the leader needs to be able to anticipate developments, opportunities, changes, and finances if they are to guide their organization through a changing landscape. Successful leaders are able to develop insights into the future and position their organization to positively interact with their environment. While some of these skills are intuitive, leaders are able to develop a long term perspective through several strategies. Interested authors are invited to submit articles for this column to the editor at farrell@uwyo.edu. 相似文献
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Maggie Farrell 《图书馆管理杂志》2015,55(6):473-482
New leaders have unique challenges in orienting themselves to a new position and likely a new department or organization. There are some actions an individual can undertake that will ease the transition and build relationships, create an understanding of the new organization, and build confidence of the employees in the leader. There are issues to be aware of as a new leader adjusts to a new position and awareness will facilitate the transition in working within a new department or organization. 相似文献
16.
Dawn Littleton 《Medical reference services quarterly》2013,32(2):164-171
In a 2003 publication, the Association of Academic Health Sciences Libraries (AAHSL) made explicit the many ways in which a library might contribute to an academic health center's success through knowledge management (KM). Building on Success: Charting the Future of Knowledge Management within the Academic Health Center elucidated the ways in which a library can serve as the center of an organization's KM initiatives. The study and application of knowledge management tools is formidable; unlike information management (IM), the field of knowledge management has roots in a seemingly infinite and wide-ranging number of professional and academic disciplines. The planning of institutional KM initiatives is not commonly discussed, and history shows knowledge management projects often fail to thrive. This column introduces the topic of knowledge management and includes suggested Web-based resources for further understanding and project planning. 相似文献
17.
Ryan Buller 《Journal Of Access Services》2018,15(1):44-56
True leadership can come from anywhere within an organization. While supervisory roles can lead to an inherent leadership dynamic based on reporting lines, it is often difficult for individuals to develop as leaders when they feel caught between their staff and upper-level administrators within their organization. This article will look at current trends regarding the leading from the middle by identifying common themes, challenges, and traits found within the concept. 相似文献
18.
Robert P. Holley 《图书馆管理杂志》2015,55(7):595-603
Teaching the introductory LIS management course may be the most challenging assignment for LIS professors because of the breadth of the subject, the probabilistic nature of management principles, and the differing management environments of LIS organizations. The best teaching strategy is to describe honestly to students the benefits and limitations of the course and to focus on the achievable objectives of introducing students to core management concepts, providing skill enhancement, and encouraging them to evaluate their management potential. The article discusses the difficulties of teaching leadership skills, the limits imposed by student competencies, and the impact of the professor's background on course content. 相似文献
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Maggie Farrell 《图书馆管理杂志》2017,57(8):891-900
An important component of librarianship is the connection between a library and its community. Advisory committees or boards are a valuable tools for a leader to manage this connection and provides a leader with external expertise that can make a significant impact on a library community. However, advisory bodies need to be established for specific purposes and require a significant time commitment to ensure that members are contributing in a meaningful way. There are cautions in working with advisory bodies but the benefits of tapping into the potential benefits are worth the time and effort in working with community volunteers. 相似文献